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Leading Leaders: How to Manage Smart, Talented, Rich, and Powerful People

Book Description

The most valuable people in and around an organisation are often the most difficult to manage.

They are the “elite” - executives, highly educated professionals, investors, board members, experts in critical functions and others - whose special talents or positions give them unusual power and independence from those who seek to lead them.

Leading Leaders shows the reader how to develop one-on-one, up-close-and-personal relationships with these movers and shakers and how to leverage their expertise for better decision making.

Table of Contents

  1. Copyright
    1. Dedication
  2. Also by Jeswald W. Salacuse:
  3. Preface
  4. 1. Leaders as Followers
    1. Leading Without Authority
    2. Leaders as a Different Breed of Cat
    3. Leading Leaders Against Iraq
    4. French-Fried Leadership
    5. A Contrast in Leadership
    6. Conclusion: Lessons for Leading Leaders
    7. Notes
  5. 2. Leading One-on-One
    1. Defining Leadership
    2. Leadership as Relationship
    3. Communication as the Key to Leadership Relationships
    4. Leadership up Close and Personal
    5. Interest-Based Leadership
    6. Choosing the Right Leadership Medium
    7. The Building Blocks of Leadership Relationships
    8. Conclusion: Rules for Building Relationships
    9. Notes
  6. 3. The Art of Strategic Leadership Conversation
    1. The Game of Strategic Conversation
    2. The Case of Hans Brandt
    3. Seven Principles of Strategic Leadership Conversations
      1. 1. Define and Stay Focused on Your Goal
      2. 2. Get to Know the Other Person and Particularly That Person’s Interests
        1. Listen
        2. Ask
        3. Let Them Know You
      3. 3. Appeal to and Shape Those Interests
        1. Framing
        2. Bargaining
        3. Mobilizing Social Pressure by Third Parties
      4. 4. Anticipate the Possible Actions of the Other Person
      5. 5. Generate Options Together
      6. 6. Evaluate the Options Using a Fair Process
      7. 7. Decide and Gain Commitment for the Decision
    4. Conclusion: Rules for Conducting Strategic Conversations
    5. Notes
  7. 4. The Seven Daily Tasks of Leadership
    1. What Followers Expect and Need
    2. The Multitasking Leader
    3. Conclusion: Leadership’s Seven Daily Tasks
    4. Note
  8. 5. Task No. 1: Direction: Negotiating the Vision
    1. Determining the Direction, the Way, the Vision
    2. Visionary Prophet or Visionary Diplomat?
    3. Securing Commitment to the Direction
    4. Overseeing Direction
    5. Negotiating a Vision for Goldman Sachs
      1. Goldman Searches for a New Direction
      2. Under New Leadership, the Search for a New Direction Continues
      3. Goldman Finally Finds a New Direction
    6. Basic Principles for Negotiating a Direction
    7. Conclusion: Rules for Achieving the Task of Direction
    8. Notes
  9. 6. Task No. 2: Integration: Making Stars a Team
    1. The Follower’s Dilemma
    2. Barriers to Integration
      1. 1. No Perceived Common Interests
      2. 2. Lack of a Felt Shared History
      3. 3. Too Much Bad History
      4. 4. Poor Internal Communication
      5. 5. Cultural Differences
      6. 6. Spoilers
      7. 7. Divide-and-Conquer Leadership
    3. Removing the Barriers to Integration
      1. 1. Make Common Interests Apparent Through Meaningful Activity
      2. 2. Make History
      3. 3. Bridge the Cultural Divide
      4. 4. Become a Communications Engineer
      5. 5. Co-Opt or Isolate Spoilers
      6. 6. Adopt a Unite-and-Lead Style of Management
    4. Conclusion: Rules for Achieving Integration
    5. Notes
  10. 7. Task No. 3: Mediation: Settling Leadership Conflicts
    1. Leaders as Mediators
    2. Robyn vs. Luis
    3. The First Step: Understand Interests
    4. Your Role as Leader-Mediator
    5. Process
    6. Communications
    7. Substance
    8. Mediation Power Tools
    9. Conclusion: Rules for Mediation
    10. Notes
  11. 8. Task No. 4: Education: Teaching the Educated
    1. Leaders as Managers of the Learning Process
    2. Diagnosing the Learning Problem
    3. Know Your Students, but Don’t Treat Them Like Students
    4. Use the Existing Frameworks and Terminology
    5. One-on-One Education
    6. Advice and Consent, Not Command and Control
    7. Framing the Problem
    8. Never Give a Solo Performance
    9. Conclusion: Rules for Educating the Educated
    10. Notes
  12. 9. Task No. 5: Motivation: Moving Other Leaders
    1. The Nature of Motivation
    2. Interest-Based Motivation
    3. Motivating the Person Who Has Everything
    4. One Size Does Not Fit All
    5. Motivation, Not Manipulation
    6. Convincing Conviction
    7. Looking Ahead and Feeding Back
    8. Conclusion: Rules for Motivation
    9. Notes
  13. 10. Task No. 6: Representation: Leading Outside the Organization
    1. The Demands of Representation
    2. The Functions of Leadership Representation
      1. 1. Resource Acquisition
      2. 2. Relationship Management
      3. 3. Image Projection
    3. A Tale of Two Photos
    4. Choosing Your Shots
    5. The Leader’s Mandate
    6. A User’s Guide to Representation
    7. The Loyal Leader
    8. Interest-Based Representation
    9. Conclusion: Rules for Leadership Representation
    10. Notes
  14. 11. Task No. 7: Trust Creation: Capitalizing Your Leadership
    1. Trust Me
    2. What Is Trust and Why Is It Important?
    3. Raising Trust Capital
    4. Openness
    5. Trust by Increments
      1. Trust First
      2. Get Them to Trust One Another
      3. Joint Training
    6. Obstacles to Trust
    7. Conclusion: Rules of Trust
    8. Notes
  15. Further Reading on Leadership
  16. About the Author